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DOWNTOWN MASTER PLAN

ACKNOWLEDGMENTS WITH SPECIAL THANKS TO:

The individuals who provided invaluable feedback to shape the final recommendations of this document.

STEERING COMMITTEE: NAME: ORGANIZATION: ROLE: Holly McPherson ECIA Director of HR and Program Development Matt Specht ECIA Director of Community and Econ Dev Ken McDermott Cascade Economic Dev Corp President Brad Ludwig Cascade Economic Dev Corp Vice President Nicki Leytem Cascade Economic Dev Corp Downtown Planning Committee Member Tara Williams Cascade Economic Dev Corp Downtown Planning Committee Member Pat Recker Cascade Economic Dev Corp Downtown Planning Committee Member Steve Knepper City of Cascade Mayor Deanna McCusker City of Cascade Intermin City Administrator Zach Nothdorf Cascade Area Chamber of Commerce President Caroline Poole Cascade Area Chamber of Commerce Director Linda Lyons Cascade Community Enhancement Corp President Shontele Orr Cascade Community Enhancement Corp Member

PROJECT TEAM:

Chris Janson, AICP Jim Holz, AICP Shannon Gapp, AICP Jake Deaver, PE Emily Huston

TABLE OF CONTENTS

INTRODUCTION

ISSUES & OPPORTUNITIES

DOWNTOWN CHARACTER

EXISTING CONDITIONS

ECONOMIC ANALYSIS

REINVESTMENT CONCEPT

IMPLEMENTATION

01 CHAPTER 1

INTRODUCTION

INTRODUCTION ABOUT CASCADE Cascade, Iowa is a vibrant community of 2,386 residents, situated in both Dubuque and Jones counties. It is conveniently located along Highway 151, connecting Dubuque and Cedar Rapids. The town takes great pride in maintaining its homes, parks, and recent downtown development projects. There is a noticeable sense of positive momentum in the area, with thriving retail businesses and restaurants in the downtown. This sets the stage for the project team to explore specific challenges further and develop strategies to make downtown Cascade even more successful.

ABOUT THE PLAN Ultimately, this document is a “living guide” to continually assist the City of Cascade and other partner entities as they move forward with development and improvements within Downtown Cascade. The plan represents the City’s best effort to address current issues and anticipate future needs as it relates to the downtown; however, it can and should be amended from time to time, if conditions warrant. Within this document you will find: • Collaboration with the community and stakeholders • A unified vision and goals for revitalizing Downtown Cascade • Economic trends and improvement strategies • Recommendations to support retail growth, attract more amenities, reinvest in properties, create walkable livable spaces, and implementation of collaborative ideas and public/private partnerships • A strategy which identifies projects, champions and potential funding sources

PLANNING PROCESS The ideas, policies and actions of this downtown plan support the community’s vision for the future of Downtown Cascade and address any barriers to realizing this vision. Elements of the plan have been crafted from individual participant’s ideas, discussions and debates among Committee members and the past experiences/planning efforts of the community as a whole. This input allows us to construct underlying themes as a frame for the plan, and provides information on what specific issues and ideas are most important to Cascade’s citizens, business owners and leaders. This foundation ensures that the plan is not just a hollow document, but a guide for future decisions in Cascade that are in line with the community’s ideals. From this foundation, Downtown Cascade will continue to grow and thrive.

IOWA’S SMART PLANNING The Iowa Smart Planning Principles were signed into law on April 20, 2010, as State Code Chapter 18B: Land Use – Smart Planning. The chapter states, “State agencies, local governments, and other public entities shall consider and may apply the following principles during deliberation of all appropriate planning, zoning, development, and resource management decisions…” Each of these principles has been considered throughout the development of this Plan. The Smart Planning Principles include: 1. COLLABORATION Governmental, community, and individual stakeholders, including those outside the jurisdiction of the entity are encourage to be involved and provide comment during deliberation of planning, zoning, development, and resource management decisions and during implementation of such decisions. The state agency, local government, or other public entity is encouraged to develop and implement a strategy to facilitate such participation. 2. EFFICIENCY, TRANSPARENCY, AND CONSISTENCY Planning, zoning, development, and resource management should be undertaken to provide efficient, transparent, and consistent outcomes. Individuals, communities, regions, and governmental entities should share in the responsibility to promote the equitable distribution of development benefits and costs.

3. CLEAN, RENEWABLE, AND EFFICIENT ENERGY Planning, zoning, development, and resource management should be undertaken to promote clean and renewable energy use and increased energy efficiency. 4. OCCUPATIONAL DIVERSITY Planning, zoning, development, and resource management should promote increased diversity of employment and business opportunities, promote access to education and training, expand entrepreneurial opportunities, and promote the establishment of businesses in locations near existing housing, infrastructure, and transportation. 5. REVITALIZATION Planning, zoning, development, and resource management should facilitate the revitalization of established town centers and neighborhoods by promoting development that conserves land, protects historic resources, promotes pedestrian accessibility, and integrates different uses of property. Remediation and reuse of existing sites, structures, and infrastructure is preferred over new construction in undeveloped areas. 6. HOUSING DIVERSITY Planning, zoning, development, and resource management should encourage diversity in the types of available housing, support the rehabilitation of existing housing, and promote the location of housing near public transportation and employment centers. 7. COMMUNITY CHARACTER Planning, zoning, development, and resource management should promote activities and development that are consistent with the character and architectural style of the community and should respond to local values regarding the physical character of the community. 8. NATURAL RESOURCES AND AGRICULTURAL PROTECTION Planning, zoning, development, and resource management should emphasize protection, preservation, and restoration of natural resources, agricultural land, and cultural and historic landscapes, and should increase the availability of open spaces and recreational facilities.

9. SUSTAINABLE DESIGN Planning, zoning, development, and resource management should promote developments, buildings, and infrastructure that utilize sustainable design and construction standards and conserve natural resources by reducing waste and pollution through efficient use of land, energy, water, air, and materials. 10. TRANSPORTATION DIVERSITY Planning, zoning, development, and resource management should promote expanded transportation options for residents of the community. Consideration should be given to transportation options that maximize mobility, reduce congestion, conserve fuel, and improve air quality.

PROJECT TIMELINE

Project Kickoff Meeting (In-Person)

Start Existing Conditions Analysis and Economic Analysis

MONTH 2

Community Input Workshop

MONTH 3

Start Draft Master Plan and Draft Action Plan for Implementation

Complete Draft Master Plan and Draft Action Plan for Implementation

Draft Master Plan Review Meeting (Online)

MONTH 5

Consultation Sessions, Mapping, and Recommendations

MONTH 6

Recommendations, Cost Estimates, and City Council Presentation

MONTH 1

MONTH 4

PROJECT STUDY AREA

Community Change Snapshot Polygon Area: 0.03 square miles

Diversity Index 30 26 22 18 18 15

14 2010 (Census)

2020 (Esri) Site

2024 (Esri)

2029 (Esri)

Median Age

Dubuque County

Average Household Size

2010 (Census)

35.8

2010 (Census)

1.54

2020 (Census)

38.1

2020 (Census)

1.49

2024 (Esri)

38.5

2024 (Esri)

1.83

2029 (Esri)

38.5

2029 (Esri)

1.80

Dubuque County

Dots show comparison to

STUDY AREA BOUNDARY

0.0 0.4 0.8 1.2 1.6 2.0 2.4

Source: This infographic contains data provided by U.S. Census (2000, 2010, 2020), Esri (2024

DOWNTOWN CASCADE TODAY The City of Cascade’s downtown is welcoming, vibrant, and full of opportunities. The purpose of this master plan is to identify and build upon it’s current strengths, in order to serve the growing needs and desires of the current residents, future residents, and visitors alike.

COMMUNITY INPUT WORKSHOP In order to gain as much public input as possible, a Community Workshop was held at the Cascade City Hall on January 30th from 5:00 pm - 7:00 pm. The images below and on the following page highlight some of the project materials and input gathered through this event. The goal of the event was to gather feedback on the downtown through interactive and engaging activities.

COMMUNITY INPUT WORKSHOP Community members had the opportunity to add notes to a map highlighting the study area, complete and interact with visioning exercises, and complete a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis for the downtown as a whole. The following section highlights more specific issues and opportunities identified by both the community as well as the steering committee.

WHY PLAN FOR DOWNTOWN? REINFORCE COMMITMENT TO DOWNTOWN

STIMULATE INVESTMENT & ENTREPRENEURS

ATTRACT & RETAIN BUSINESSES & CUSTOMERS

CREATE A COMPETITIVE ADVANTAGE

Look to the future and take ownership of downtown.

Incentivize property owner investment and foster innovation.

Create a user-friendly environment for people to enjoy downtown.

Invest in improvements to make the downtown a destination.

CELEBRATE HISTORY AND VALUES

Build upon the historic architecture and atmosphere.

REPLACE AGING INFRASTRUCTURE

TAKE ACTION ON PAST PLANNING EFFORTS

LEVERAGE FUNDING SOURCES

Proactively update streets and utilities as needed.

Build upon the Downtown Assessment completed by IEDA.

Explore and utilize funding sources by IDOT and among others.

02 CHAPTER 2

ISSUES & OPPORTUNITIES

ISSUES & OPP0RTUNITIES

This chapter concentrates on identifying and exploring both the existing challenges in a specific situation and the potential opportunities for growth or improvement that can be utilized to overcome those challenges.

ANALYSIS

A SWOT analysis is a study undertaken to identify strengths, weaknesses, opportunities, and threats. This Plan is grounded in opportunities for positive change which was identified by citizens, staff, and stakeholders. The Plan seeks to address citizens’ perceived deficiencies and capitalize on opportunities for positive change. A SWOT analysis exercise was used to gather this information from the community.

STRENGTHS Characteristics that give the community an advantage over others.

WEAKNESSES Characteristics that place the community at a disadvantage relative to others.

OPPORTUNITIES Elements the community could leverage to advance the community.

THREATS Elements in the environment that could cause trouble for the community in the future.

PROJECT OBJECTIVES Draft a Downtown Master Plan, utilizing current plans where appropriate to develop a consistent guide for future growth; Create goals and policies that are supported by information in existing documents, new plans and studies, data analysis, public input, best practices, and/or successful application in other jurisdictions; Generate actionable recommendations for a variety of downtown components, including but not limited to land use, transportation, urban design, and economic development; Coordinate and conduct a public participation process that includes diverse and engaging input activities.

SWOT ANALYSIS DISCUSSION TOPICS: PRESERVATION & BEAUTIFICATION

Parks, streetscape design, architectural character, sense of place, etc.

DEVELOPMENT

Economic development, infill development, businesses, housing, etc.

MOBILITY

Traffic, parking, pedestrian/cyclist safety, trails, etc.

PRESERVATION & BEAUTIFICATION

STRENGTHS

PRESERVATION & BEAUTIFICATION • RIVER IS A FOCAL POINT • HISTORICAL SILO • REHABILITATION • NEW LIBRARY • BUSY DOWNTOWN • NEW AND IMPROVED STREET POLES • GARDEN CLUB/DOWNTOWN FLOWERPOTS • WINTER BOUQUETS • INCENTIVES AND GRANT SUCCESS (MORE THAN ANYONE IN THE STATE) • HAS VASTLY IMPROVED OVER 20 YEARS • DOWNTOWN BUILDINGS • CLEANLINESS / APPEARANCE

WEAKNESSES

PRESERVATION & BEAUTIFICATION • LACK OF UPPER STORY HOUSING • LACK OF SHADE • PARKING • BUILDINGS THAT CONTINUE TO NEED RENOVATION • SELECT BUSINESSES UNWILLING TO CHANGE • CORNER IS UNSAFE • TRAIL ALONG THE RIVER STOPS/DEAD ENDS • BARRIERS TO UNWILLING BUSINESS OWNERS • NON-LOCAL BUSINESS OWNERS • BARE MINIMUM EFFORT FROM SOME • NOT ENOUGH TO DO • DOWNTOWN BUILDINGS • APPEARANCE/CLEANLINESS • LACK OF DOWNTOWN BUSINESSES

OPPORTUNITIES

PRESERVATION & BEAUTIFICATION

• HIGHLIGHT THE RIVER • WALKING BRIDGE OR LOOP TRAIL (INDEPENDENCE AS A CASE STUDY) • MORE LAUNCHES ALONG THE RIVER • REFINED PUBLIC WORKS PARKING • IMPROVE BICYCLE ACCESSIBILITY • INCENTIVIZE THE USE OF EMPTY BUILDINGS • ACCOMMODATE RENTAL PROPERTIES DOWNTOWN • MORE (CLOSE) PARKING • IMPROVE THE AREA BETWEEN THE WALKING TRAIL AND PUBLIC WORKS • REPURPOSE THE OLD LIBRARY THAT IS NOW VACANT • ACQUIRE OLD OR DILAPIDATED BUILDINGS FOR PARKING • RESTAURANTS • CLOTHING/BOUTIQUE STORES • BOWLING/ENTERTAINMENT • ICE CREAM/SMOOTHIES • BAR/SPORTS BAR/IRISH PUB • CONSIGNMENT/SLIGHTLY USED

THREATS

PRESERVATION & BEAUTIFICATION

• SOME HOUSES IN TOUGHER SHAPE • REFUSAL TO UPDATE OR FIX BUILDINGS • LACK OF BUY-IN • ONLY 1 WAY THROUGH TOWN • PARKING • STOREFRONTS • STREETS

DEVELOPMENT

STRENGTHS DEVELOPMENT

• AWNINGS DRESS UP BUILDING • AREAS DEVELOPED AS AIR B&B’S • VOLUNTEER BASE IS GREAT • FINANCIAL CONTRIBUTIONS • LOCALLY OWNED AND OCCUPIED BUILDINGS • IN THE PROCESS OF HAVING WIFI ACCESS TO THE DOWNTOWN (BRIDGE TO STOPLIGHT, RIVERFRONT PARK, AMERICAN LEGION, AND COMMUNITY PARK) • NEW STOREFRONT PANELS • FOOD OPTIONS, ENTERTAINMENT, AND SHOPS

WEAKNESSES DEVELOPMENT

• SOMEWHAT DILAPIDATED PROPERTIES • SOME IN NEED OF RENOVATION • LACK OF FUNDING • LACK OF BENCHES AND AMENITIES • PROPERTY OWNERS UNWILLING TO MAKE IMPROVEMENTS • NO BIKE RACKS

OPPORTUNITIES DEVELOPMENT

• MORE OUTDOOR SEATING • UPPER STORY HOUSING (HAPPY MEDIUM BETWEEN RENTALS AND AIR B&B’S) • EVERYONE WORKS AND LIVES HERE TO CONTRIBUTE • SOMETHING TO BRING MORE YOUTH • POCKET PARK (MONTICELLO CASE STUDY) • COURTYARD PARK – OPPORTUNITY TO PURCHASE • EVENTS (SUMMER, MUSIC, ETC.) • ENHANCING FISHING • ENCOURAGE USE OF PARK • BRING MORE PEOPLE DOWNTOWN • PLACE TO SIT OUTSIDE TO EAT • EXPAND COMMUNITY PARK

THREATS DEVELOPMENT

• HIGHWAY GOING THROUGH TOWN • WIDTH OF STREET FOR BIKE LANE • LACK OF BIKE ACCESSIBILITY • NEED BIKE AMENITIES/RACKS (CURRENTLY ONLY AT THE POOL AND RIVERFRONT PARK. MORE ARE NEEDED CLOSER) • TRAFFIC FROM HIGHWAY

MOBILITY

STRENGTHS MOBILITY

• LOW TRAFFIC • KAYAKING • VEHICULAR TRAFFIC IS GOOD • CAMPGROUND IS BUSY AND BRINGS VISITORS

WEAKNESSES MOBILITY

• WALKABILITY/BIKE FRIENDLINESS • NARROW STREET • BUSY PERIODS OF THE DAY • DIVIDED BY COUNTIES • NO PLACE FOR KAYAKERS TO GET OUT

OPPORTUNITIES MOBILITY

• PROMOTE KAYAKING • MAPPING / CREATE A MAP TO DIRECT RESIDENTS AND VISITORS • FIND A LOCATION DOWNSTREAM FOR PULLING OUT (TRY TO WORK WITH CAMPGROUND) • ONE-WAY STREETS CAN BE REVIEWED • IMPROVE MOBILITY FOR WALKING AND BIKING • IMPROVE ACCESS TO THE BRIDGE • ENHANCE ACCESSIBILITY TO AND FROM THE CAMPGROUND • RENTAL OPPORTUNITIES

THREATS MOBILITY

• GET SEPARATED FROM VEHICLE WHEN KAYAKING • NEED MORE PARKING • WIDTH OF STREETS • 1-WAY SIDE STREETS (CONSIDER CONVERTING WHERE POSSIBLE) • DILAPIDATED HOUSING ALONG SOME STREETS • SOME STREETS ARE NOT ALWAYS SAFE FOR TRAFFIC

SUMMARY Below are some of the notable opportunities identified that are specific to Cascade:

HIGHLIGHT THE RIVER

STREETSCAPE ENHANCEMENTS

OUTDOOR SEATING

UNDERUTILIZED BUILDINGS

Provide access to, preserve views of, and market the river as a focal point.

Improve the existing streetscape with added shade, and enhanced aesthetics.

Provide outdoor seating and amenities for downtown users.

Identify new uses and promote infill development for underutilized buildings.

TRAIL CONNECTIONS

PEDESTRIAN & BICYCLE ACCESS

BRIDGE UPDATES

Build upon the existing trail network and connect to the river, historic silo, etc.

Improve accessibility and safety for pedestrians and bicyclists.

Update the bridge fence and consider incorporating branding opportunities.

FUNDING NEEDS

Among weaknesses and threats, funding was highest on the list.

03 CHAPTER 3

DOWNTOWN CHARACTER

DOWNTOWN CHARACTER The health of Downtown directly influences the economic well-being of the entire community. They are interconnected. Downtown revitalization is a key component of economic development. It serves as an ideal location for nurturing small businesses, providing an affordable space for independent ventures, and has historically been a major employer within the community. As a commercial hub, Downtown offers a compact environment with multi-story spaces for commerce, government, and residential living, helping to reduce sprawl and minimize the costs associated with expanding city services and infrastructure. The pedestrian-friendly atmosphere makes it convenient and accessible, acting as the heart of the community for not only business but also cultural, social, and civic activities. Historic downtown districts can also attract heritage tourism. The condition of buildings, the sustainability of businesses, and the efficient use of building space for generating income influence not only the value of individual properties but also the surrounding real estate and the community as a whole. Cascade’s Downtown is quaint and charming, centrally located, and has the potential to serve as a model other towns should be striving for.

ECIA September Newsletter by East Central Intergovernmental Association 35

EXISTING PLANS REVIEW EXISTING DOWNTOWN ASSESSMENT REPORT

DOWNTOWN ASSESSMENT REPORT a

CASCADE, IOWA January 24-26, 2023

In January of 2023, the Iowa Economic Development Authority conducted a Downtown Assessment Report for the City of Cascade. The assessment included an intensive three-day visit with community leaders and interest groups. The assessment and recommendations act as a call to action, offering the community up-to-date information to help develop strategies essential for preserving or enhancing downtown for future generations. The assessment team spoke to dozens of people who regularly volunteer in the community and recommend creating both an inventory of volunteers and an inventory of volunteer organizations and groups that bring the recommendations into fruition. Other actions recommended include:

Conducted by:

Create an inventory of special events. Do a downtown development annual report. Identify lead organization to manage and market all events and opportunities. Ensure inventory includes both volunteer-led events and local retail business programming. Develop a visitor guide and map.

Iowa Downtown Resource Center

IOWA ECONOMIC DEVELOPMENT AUTHORITY 1963 Bell Avenue, Suite 200 | Des Moines, Iowa 50315 PH: 515.348.6180 | James.Engle@IowaEDA.com Iowa Economic Development Authority (iowaeda.com) Downtown Resource Center | Iowa Economic Development Authority (iowaeda.com)

1|Page

EXISTING PLANS REVIEW

Gateways Diagram from the Downtown Assessment Report.

We want to bring attention that all roads can lead to downtown. This aerial is presented to demonstrate the importance of regional gateways, directional signage, and internal gateways. The regional gateways pull you off the 4-lane and start the journey to downtown. The directional signs need to act like constant reminders that something is ahead. Internal gateways function as you’ve reached your destination, downtown. The river and downtown are a natural magnet that we want you to capitalize on. Be proud of your destination.

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Opportunities/At Risk areas from the Downtown Assessment Report. 37

EXISTING PLAN RECOMMENDATIONS Overall priorities from the Downtown Assessment Report:

DOWNTOWN CHARACTER The City of Cascade’s downtown is home to many businesses, key community assets, and amenities. With a wonderful volunteer base, the City is able to host and program many community events.

DOWNTOWN CHARACTER The Downtown is located directly alongside the river and is scenic in many ways, however it continues to have room for improvement.

DOWNTOWN IS... WELCOMING Downtown Cascade is a welcoming location for residents and visitors alike. The streets are lined with a mix of charming shops, and spots to relax, creating a sense of warmth and community. Whether it’s the friendly faces of the people or the inviting architecture that blends the modern with the classic, downtown feels like a place where everyone is welcome. The atmosphere encourages exploration, with art, local shops, and the river, making it a place where you can easily feel at home.

VIBRANT Cascade’s Downtown is a dynamic and vibrant area with energy and vitality. Colorful murals and eye-catching storefronts line the streets, adding to the visual vibrancy, while the mix of cafes, restaurants, and shops ensures there’s always something new to discover. It’s a place where creativity, culture, and community blend seamlessly.

UNIQUE In Cascade, downtown is a truly unique blend of old-world charm and modern innovation, where every corner offers something distinct. The architecture is a fascinating mix of styles, creating a one-of-a-kind visual landscape. With its blend of history, culture, and creativity, downtown is a place where individuality shines, making it a truly special destination to explore.

DOWNTOWN CAN BE... A PLACE TO... CONNECT AND GATHER Downtown Cascade has the potential to be a space for connection and gathering, offering a central location where people can come together. With a blend of open streets, local businesses, greenspace, riverfront, and cultural venues, downtown can evolve into a dynamic environment that fosters interaction. Whether it’s through outdoor activities, festivals, or collaborative workspaces, the area can create opportunities for people to meet, share ideas, and build relationships. By prioritizing walkability, accessibility, and spaces designed for socializing, downtown can transform into a thriving location where people feel encouraged to connect, collaborate, and build a sense of community.

A PLACE TO... WALK AND PLAY Cascade’s Downtown has the potential to become an ideal place to walk and play, offering a pedestrian-friendly environment where people can easily explore and enjoy the area. With walkable streets, green spaces, and vibrant public plazas, downtown can transform into a lively destination. By enhancing pedestrian pathways, creating more parks, and integrating playful elements like public art installations and interactive spaces, downtown can offer residents and visitors alike a fun, accessible way to connect with the city.

A PLACE TO... LIVE AND WORK Through proper planning, downtown holds significant potential to be a place where people can both live and work, offering a vibrant and convenient lifestyle. With its creative spaces, and essential amenities, residents can come together. A mix of uses and local shops can make downtown an appealing place for those seeking the convenience of working and living in the same area. With easy access to cultural events, restaurants, and social spaces, it can be a perfect balance for those looking to thrive both personally and professionally.

PRINCIPLES FOR SUCCESS The following highlight key principles to aid in the success of Downtown Cascade:

ATTRACTIVE SURROUNDINGS

GATHERING SPACES

COMMERCIAL ACTIVITY

HOUSING DIVERSITY

Highlight the historic architecture, public art, river, and greenery.

Incorporate places for festivals, sitting, and socializing.

Promote as destination for shopping, dining, and employment.

Offer housing for people of all walks and stages of life.

NEIGHBORHOOD CONNECTIVITY

Ensure key amenities and experiences are connected.

PEDESTRIANS FIRST

MIX OF LAND USES

Provide a walkable, accessible, and safe downtown.

Establish a place where people can work, live, and play.

MAKING DOWNTOWN MEMORABLE

Highlight Downtown’s unique character, culture, arts, food, and events.

04 CHAPTER 4

EXISTING CONDITIONS

CITY OF CASCADE, IA Print Date: 12/2/2024

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EXISTING CONDITIONS An aerial of the Downtown Study Area is shown below. As part of the Community Workshop held on January 30th, attendees had the opportunity to place comments on the map regarding their thoughts of the existing conditions, as well as ideas for improvements in the future. The following pages highlight some of the key findings and outcomes of that engagement opportunity.

EXISTING CONDITIONS One key area that was identified as needing improvements is shown below. Many community members noted that this area is currently an “eye sore” due to its unorganized and unfinished look. Recommendations or potential opportunities mentioned were paving the area for parking, including orderly striping, activity hub, land and water trailhead, bike fix-it station, and more.

EXISTING CONDITIONS Another priority area identified to study included the river, bridge, and greenspace for trails and recreation. The City of Manchester was identified as a case study, noting Whitewater/Riverside Park with its designated parking, whitewater access, boat ramp, musical playground, open air shelter, restrooms, life jacket station, and trail connection.

EXISTING CONDITIONS The streetscape and appearance of existing buildings came up a number of times, however there were mixed opinions on how to address the look and feel of the area. In general, this area served as an opportunity for more shade, seating, parking, and facade improvements. Some were in favor of street trees and bumpouts, others were not, which indicates further study is needed.

EXISTING CONDITIONS KEY STAKEHOLDER INTERVIEWS Throughout the process, a number of key stakeholders were identified. The project team reached out to these individuals with the following questions: 1. Describe your connection to the Cascade downtown– what does your business/organization do and what is your role in the business/organization (if applicable)?

2. What are your long-term goals and priorities relating to the downtown?

3. What do you see as the strengths of the community and how are they being capitalized upon?

4. What are Downtown Cascade’s weaknesses? What do you think should be done to address these?

5. Are there any areas within Downtown Cascade that need reinvestment?

6. If given $100,000 for the betterment of Downtown Cascade, how would you spend it?

7. If given $10 million for the betterment of Downtown Cascade, how would you spend it?

8. Any other comments or questions?

EXISTING CONDITIONS KEY STAKEHOLDER INTERVIEW SUMMARY: Below is a summary of the responses received by the key stakeholders that responded to the survey: Connection to Downtown Cascade Role: Developers and property owners involved in renovating multiple downtown buildings. Some purchased property in Cascade because it was affordable and in eastern Iowa. There was a need for space, and the buildings required a committed owner. Contributions: Remodeled properties to provide high-end apartments and quality commercial space for local residents and business owners. Projects: Renovations include J. Salon & Spa (2012), Lyon’s (2019), Hollow Tree (2020), Moski’s (2022), and currently the old Faber hotel building. Long-term Goals and Priorities Goals: Maintain and add quality commercial space for local businesses. Continue renovating and improving downtown buildings. Use and maintain the buildings. One building could be made available for a 30 to 40-year lease. Current Project: Working on the old Faber hotel building, with plans to start renovations next month. Strengths of the Community Small Town Feel: Cascade maintains a small town atmosphere and supports local businesses. River: The river is a strength of Cascade, but it is not being utilized to its full potential to add appeal to the town. Community: The community is hardworking and continually strives to improve its main street and supporting businesses. Improvements: Downtown is improving with lantern lights, black benches, the park, amphitheater, library, and garden club flower pots. However, there is still room for progress.

EXISTING CONDITIONS KEY STAKEHOLDER INTERVIEW SUMMARY (CONTINUED): Weaknesses of Downtown Cascade Vacant Buildings: Allowing Main Street businesses to use vacant buildings as storage without requiring insurance, which could pose hazards to adjacent properties and businesses. Neglected Buildings: Frustration with owners who let their buildings deteriorate without investing in renovations. Invested millions in the downtown without grants and believe other owners should be held accountable. Lack of Customer Base: Cascade needs a larger draw to the community. Possible solutions included converting the adjacent agricultural land into nature areas with walking trails and nature-based activities around the river to attract visitors. Grants: Sometime awarded based on those involved rather than the importance of the property to the town. The respondent hopes for a solution that benefits the town. Areas Needing Reinvestment Continued Refurbishment: More efforts are needed to keep the refurbishment of buildings moving in the right direction. Multiple Areas: Several buildings downtown need reinvestment and upkeep. Reinvestment: Yes, there are areas within Downtown Cascade that need it. Suggested Investments $100,000 Investment: String lighting over 1st Ave W to enhance visual appeal and provide lighting for street night events. Planting trees along the sidewalk, similar to LeClaire, Iowa, to add greenery and enhance visual appeal, especially during Christmas. One mentioned they would use a portion of the funds to improve the front appearance of a select building and the remainder for a long-term roofing solution at the same location.

EXISTING CONDITIONS KEY STAKEHOLDER INTERVIEW SUMMARY (CONTINUED): Another option is to connect the river walk with Riverview Park via a walking trail under the bridge, enhancing the natural trail and adding substantial value to the town. $10 Million Investment: Remodel vacant buildings for Airbnb living, indoor pickleball courts, reception spaces, and create back street parking. Additionally, excavate old brewery beer caves to create a tourist attraction. More black lantern lights, black fence on the bridge, new sidewalks, brick pavers for crosswalks and sidewalks, concrete road, more benches, pocket park, trees on the sidewalk, downtown clock, new decorative street signs, new Cascade banners, and Christmas greenery for lantern lights. It was mentioned that about $2 million could be on a select few properties and, buy agricultural land around Cascade to convert it to nature, reducing pesticides and attracting visitors and a younger population. Additional suggestions include purchasing privately owned lakes or ponds north of town, extending the river trail, transforming the river, building a whitewater park, and creating a multi-use recreation/sports club. Additional Comments Frustration with the lack of action on buildings that have been neglected, while other projects are scrutinized despite significant progress. Suggestion to implement a policy where neglected buildings are condemned, allowing new owners to rebuild and improve the area. There is hope for real change, and Cascade has potential, despite the condition of some buildings. Stakeholders expressed hope for a more informed and proactive future. (Key Stakeholders were open to discussing the future of Cascade further.)

RECOMMENDATIONS Overall recommendations to improve upon the existing conditions:

PRESERVE HISTORIC CHARM

ENCOURAGE BUSINESS VARIETY

BALANCE REDEVELOPMENT OPPORTUNITIES

INCENTIVIZE HOUSING OPTIONS

Preserve and protect Downtown’s historic character.

Encourage restaurants, shops, and boutiques to attract visitors.

Ensure new development fits within the existing context of the downtown.

Ensure attainable housing is encouraged in appropriate locations.

IMPROVE PEDESTRIAN/ BICYCLING EXPERIENCES

IMPROVE STREETSCAPE

ENRICH PLACEMAKING

EXPAND GREENSPACE, TRAILS, AND GATHERING SPACES

Cultivate an improved pedestrian and bicyclist atmosphere.

Update the streetscape to include more amenities and outdoor dining.

Develop placemaking elements through public art, signage, and wayfinding.

Enrich and add to the current green spaces to offer options to eat, explore, & gather.

05 CHAPTER 5

ECONOMIC ANALYSIS

The Economic Analysis section of this report has been completed in two categories which are highlighted below. First, an analysis of the City of Cascade is completed, which is then compared to that of the study area of the Downtown. Cascade: The analysis of the City of Cascade reviews Esri Business Analyst data to look at the following: Income, businesses, commuter information, education, employment and other key facts. It also includes a workforce overview that looks at labor force by industry, commuter times, forms of transportation to work, then total businesses and employees. This information is then reviewed and compared with statistics of similar communities in the area. The following pages show the graphics described, and an overview of the key information gathered. Downtown: The downtown analysis completes a similar employment overview and economic development profile for the study area only. This information is then compared with the data of entire city. Additional analysis is completed relating to businesses and restaurants in the downtown. Lastly, a Community Change Snapshot is illustrated and described to show and support additonal, growth, development, and investment in the downtown and the community continues to grow and evolve,

ECONOMIC ANALYSIS- CASCADE Employment Overview

INCOME

EDUCATION

Cascade City, IA Geography: Place

$45,045

3.8%

29.6%

No High School Diploma

High School Diploma

Per Capita Income

$83,468

$291,570

Median Household Income

Median Net Worth

38.1%

23.7%

Some College/Associate's Degree

Bachelor's/Grad/Prof Degree

BUSINESS

KEY FACTS

158

1,407

Total Businesses

Total Employees

2,374

40.8

Population

Median Age

981 Households

COMMUTERS

EMPLOYMENT

14.5%

78.5%

Spend 7+ hours commuting to and from work per week

$68,279 Median Disposable Income

53.3%

33.6%

White Collar

Blue Collar

13.1%

0.7%

Services

Unemployment Rate

ECONOMIC ANALYSIS- CASCADE Economic Development Profile Cascade City, IA Geography: Place

Labor Force by Industry

Commute Time: Minutes

0.0%

1.5%

0.0%

13.1%

33.6%

53.3%

0.0%

Services

Blue Collar

White Collar

0.4%

4.7% 2.8% 6.4% 1.9%

Employment

0.8%

12.2% 11.4%

1.2%

7.3% 8.8%

1.8%

5.7%

2.3%

23.3%

2.5%

14.1%

2.5%

0% 4% 8% 12% 16% 20% 24% 28%

WorkforceOverview

3.6%

Percent of Commuters

3.8%

Transportation to Work

4.0% 4.8% 5.2% 8.1%

Businesses

10.4% 13.3% 14.6%

0.0%

9.6%

3.3%

Took Public Transportation

Carpooled

Walked to Work

20.6%

158

1,407

Total Businesses

Total Employees

Source: This infographic contains data provided by Esri (2024), Esri-Data Axle (2024), ACS (2018-2022), Esri-U.S. BLS (2024), AGS (2024).

0.0%

78%

Bike to Work

Drove Alone to Work

ECONOMIC ANALYSIS- CASCADE Key Information: Population Size: Cascade is much smaller compared to communities with similar statistics. (Dubuque, Waterloo, Cedar Rapids) Median Age: Cascade has an older median age compared to Cedar Rapids and Waterloo. Income: Cascade has a higher median disposable income than similar cities. Home Ownership: Cascade has a higher percentage of home ownership. The City of Cascade stands out with its higher median disposable income and homeownership rates, despite its smaller population size.

Cascade, IA

Dubuque, IA

Waterloo, IA

Cedar Rapids, IA

Population: 2,374

Population: 98,812

Population: 67,256

Population: 275,693

Median Age: 40.8

Median Age: 38.7 years

Median Age: 36.7 years

Median Age: 39 years

Median Household Income: %83,468

Median Household Income: $73,495

Median Household Income: $54,104

Median Household Income: $75,477

Home Ownership Rate: 68.7%

Home Ownership Rate: 63.3%

Home Ownership Rate: 60.8%

Home Ownership Rate: 65.5%

ECONOMIC ANALYSIS- DOWNTOWN

Ice Cream Parlors

Pizza Restaurants

Other Restaurants

0 Doughnut Shops Polygon

Eating Places

ECONOMIC ANALYSIS- DOWNTOWN Area: 0.03 square miles

Company/Business Name Happy Joe's

Population Grace's Place Households Knights of Columbus

Street 1st Ave W

1.83

City

State Employees

38.5

Cascade

Avg SizeCascade Household Thomas St Cascade 1st Ave W

Family Restaurants Market Potential

Distance (mi)

$644,000

0.02

$90,040

$225,000

Median Household $644,000 0.09 Income 0.10

Median Home Value

Median IA 15 Age IA 6

Sales

Annual Household Spending $3,493

$718

Meals at Restaurants

Food & Drink on Trips

Local Business Summary 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 Closest 3 locations Number of adults

269

Total Businesses

Total Employees

Source: This infographic contains data provided by Esri (2024, 2029), Esri-MRI-Simmons (2024), Esri-U.S. BLS (2024), Esri-Data Annual per Household onof Eating Out has reached the maximum. Note times per year. Spend * Indicates the number locations Axle (2024). Data Axle POI data updated 3 Average that the BLS has redefined Meals at Restaurants/Other by removing the mealtime distinction: breakfast, lunch, dinner, and snacks. Where food purchases were made has been maintained. © 2025 Esri

$3,672

$4,235

$235

Food Away from Home

Food Services & Drinking Places (NAICS 722)

Alcoholic Beverages Away from Home

ECONOMIC ANALYSIS- DOWNTOWN Community Change Snapshot Polygon Area: 0.03 square miles

Total Population

Diversity Index 30 26

22 18 18 15

14 2010 (Census)

2020 (Esri)

2021 (Esri)

2022 (Esri)

2023 (Esri)

2024 (Esri)

2029 (Esri)

70 65 60

Site

2024 (Esri)

2029 (Esri)

65 60

2000 (Census)

2010 (Census)

2020 (Census)

Dubuque County

Dots show comparison to

Owner vs Renter Occupied Units

Dubuque County 100%

Median Age

Average Household Size

80%

24.3%

23.3%

28.2%

21.9%

Median Home Value 19.5%

60% 2010 (Census)

35.8

2010 (Census)

1.54

2020 (Census)

38.1

2020 (Census)

1.49

2024 (Esri)

38.5

2024 (Esri)

1.83

2029 (Esri)

38.5

2029 (Esri)

1.80

40%

75.7%

76.7%

74.4%

78.0%

80.5%

20%

$193,750

2022 (ACS)

$210,300 $225,000

2024 (Esri)

$249,592 $230,556

2029 (Esri)

$272,619 $0

0.0 0.4 0.8 1.2 1.6 2.0 2.4

$80,000 $160,000 $240,000 $320,000 Site

Owner

Bars show comparison to

Renter

2000-2020 Compound Annual Growth Rate

Dubuque County

Total Housing Units: Past, Present, Future

0.49%

0.75%

0.88%

Population (Census)

Households (Census)

Housing Units (Census)

2010 (Census)

2020 (Census)

2024 (Esri)

2029 (Esri)

Dubuque County

ECONOMIC ANALYSIS- DOWNTOWN Key Facts: Population Size: The specific profile represents a much smaller subset of the city. Median Age: The specific profile has a slightly younger median age. Employment Distribution: The specific profile has a higher percentage of blue-collar jobs and a lower percentage of white-collar jobs. Income: The specific profile has a higher median disposable income. Home Ownership: Both profiles have similar home ownership rates, with the specific profile being slightly higher. Overall, the specific profile shows a smaller, younger, and slightly more affluent subset of Cascade with a higher concentration of blue-collar jobs.

Business and Restaurant Analysis: High Median Income: With a median household income of $90,040, residents have a good disposable income to spend on dining out. Existing Market: There are already a few restaurants, including pizza places and Grace’s Place, indicating some competition but also a market presence. Spending Patterns: Households spend a significant amount on meals at restaurants and food services, suggesting a strong potential for new dining establishments. Overall, the restaurant market in Cascade City shows promising potential due to high household incomes and significant spending on dining out.

ECONOMIC ANALYSIS- DOWNTOWN Community Change Snapshot:

Summary:

Population and Demographics

Population Growth: Steady increase from 60 in 2000 to 77 projected in 2029.

Total Population: 2,383 Median Age: 38.5 years (2029 projection) Average Household Size: 1.80 (2029 projection) Housing Owner vs Renter Occupied Units: Owner: 80.5% Renter: 19.5%

Average Household Size: Increase from 1.49 in 2020 to 1.80 projected in 2029. Owner-Occupied Units: Increase from 75.7% in 2010 to 80.5% projected in 2029.

Median Home Value:

Median Home Value: Significant rise from $193,750 in 2010 to $272,619 projected in 2029.

2029 Projection: $272,619

Population: 0.49% annual growth.

2024 Projection: $230,556

These trends indicate a steady growth in population, an aging demographic, increasing household sizes, and rising home values in Cascade’s Downtown.

2022 Estimate: $249,592 Growth Rates (2000-2020) Population Growth Rate: 0.49% annually Household Growth Rate: 0.75% annually Housing Unit Growth Rate: 0.88% annually

Median Age: Slight increase from 35.8 years in 2010 to 38.5 years projected in 2029.

BRANDING & MARKETING IDEAS It is important to market the community effectively to promote economic activity. Below are some ideas to consider:

BUY LOCAL PROGRAM

ONLINE PRESENCE

CROSS-SELLING PROMOTIONS

MARKETING EFFORTS

Encourage local residents to buy locally with Buy Local Programs.

Studies show most consumers research their destinations, so an Online presence is key.

Encourage onestop shoppers to become multiple-stop shoppers through incentives.

Raise Business Awareness with marketing materials (brochure, pamphlet, Online map, etc.)

COMMUNITY BRANDING

PUBLIC EVENTS

Encourage continued branding or re-branding of Cascade.

Market through multiple media sources inconjunction with Public Events.

WAYFINDING

Promote community pride through added wayfinding signage and branding.

DOWNTOWN CASCADE LEGACY

Consider a legacy membership program to create an endowment fund

06 CHAPTER 6

REINVESTMENT CONCEPT

REINVESTMENT CONCEPT - IDEAS Following the first steering committee meeting, the lists of strengths, weaknesses, opportunities, and threats were reviewed. Many of the opportunities identified are shown below. This collection of character imagery was prepared for and displayed at the Community Workshop to gather input and feedback. Community members had the opportunity to place green dots on the pictures and ideas they liked or preferred, or a red dot on those they were not in favor of. The following page highlights some of the trends and themes of what the community preferred most in terms of reinvestment for the downtown. Each element is expanded upon further on the subsequent pages.

CASCADE DOWNTOWN MASTER PLAN

POCKET PARKS

PUBLIC ART

PROGRAMMING/EVENTS

UPPER LEVEL HOUSING

SEATING

LANDSCAPING

HIGHLIGHT THE RIVER

FACADE REHAB

TRAIL LOOP

WATER

SHADING

BIKE ACCOMODATIONS

REINVESTMENT CONCEPT - PLAN CASCADE PARKING IMPROVEMENTS POCKET PARKS

PARKING OPTION A: AND TRAILHEAD

OPPORTUNITY SITES

STUDY AREA

BRIDGE ENHANCEMENTS

OPTION B: DESIGNATED CROSSWALKS RIVER ENHANCEMENTS

BRANDING & MARKETING

IMPROVE DILAPIDATED PROPERTIES/ADD PARKING

STREETSCAPE ENHANCEMENTS

REINVESTMENT CONCEPT - ELEMENTS PARKING AND TRAILHEAD PUBLIC WORKS AREA PARKING

CASCADE PARKING IMPROVEMENT EXAMPLE OPTION A: TRAILHEAD PARKING

REINVESTMENT CONCEPT - ELEMENTS DESIGNATED CROSSWALKS

EXAMPLE CROSSWALK

REINVESTMENT CONCEPT - ELEMENTS STREETSCAPE ENHANCEMENTS

EXAMPLE STREETSCAPE

REINVESTMENT CONCEPT - ELEMENTS RIVER ENHANCEMENTS

EXAMPLE RIVER ENHANCEMENTS

REINVESTMENT CONCEPT - ELEMENTS

POCKET PARKS

EXAMPLE POCKET PARK

REINVESTMENT CONCEPT - ELEMENTS BRIDGE ENHANCEMENTS

EXAMPLE BRIDGE ENHANCEMENT

REINVESTMENT CONCEPT - ELEMENTS

OPPORTUNITY SITES

EXAMPLE FACADE IMPROVEMENT

REINVESTMENT CONCEPT - ELEMENTS

BRANDING & MARKETING

EXAMPLE BRANDING/MARKETING

REINVESTMENT CONCEPT - ELEMENTS WORK WITH DILAPIDATED BUILDING OWNERS THROUGHOUT THE STUDY AREA FOR IMPROVEMENTS OR ADDED PARKING

EXAMPLE DILAPIDATED BUILDING

REINVESTMENT CONCEPT - THEMES Of the ideas displayed to the community, the following themes arose:

PARKING AND TRAILHEAD

DESIGNATED CROSSWALKS

STREETSCAPE ENHANCEMENTS

RIVER ENHANCEMENTS

Desire for a trailhead similar to that in Manchester, IA.

Safer pedestrian crossings at intersections were favored.

Added shade, seating, and parking should be studied for the streetscape.

Preserve and enhance views of the river via trails and investment in water recreation.

POCKET PARKS

Investment in pocket parks were desired where possible.

BRIDGE ENHANCEMENTS

OPPORTUNITY SITES

BRANDING & MARKETING

IMPROVE DILAPIDATED PROPERTIES AND ADD PARKING

To highlight the river, fence and bridge enhancements were favored.

Desire to update key sites that would improve the overall look of the downtown.

Desire to brand and promote the downtown’s vast amenities and new library.

Talk with dilapidated building owners in the study area to improve conditions or add parking there.

07 CHAPTER 7

IMPLEMENTATION

IMPLEMENTATION IMPLEMENTATION INTRODUCTION

The following pages are intended to help City officials, downtown leaders, and developers prioritize investment within downtown Cascade. Achieving the desired vision for this area will take time and incremental efforts. However, by incrementally implementing the recommendations within this plan, Cascade can achieve the desired outcomes set forth in the following pages.

ROLES & RESPONSIBILITIES

Responsibility for implementing this Plan lies primarily with the Cascade Economic Development Corporation, Planning Commission, City Council, and City Staff. Cascade Economic Development Corporation The Cascade Economic Development Corporation (CEDC) is responsible for retaining current businesses and attracting new businesses to the City of Cascade. As the primary supervisors of the Downtown Master Plan drafting process, members of the CEDC should continue to champion this Plan and its recommendations well into the future. As new development opportunities are brought forward in downtown Cascade, the CEDC will be tasked with determining whether they align with the downtown vision and Cascade’s economic development goals.

Planning & Zoning Commission Land use and development recommendations are a core component of this Plan, and the Planning & Zoning Commission has a major role in guiding those decisions. Commission members shall each have of a copy of this document and shall be familiar with its contents. It is generally the responsibility of the Commission to determine whether proposed projects are consistent with this Plan, and to make decisions and recommendations that are consistent with its vision. In cases where actions that are inconsistent with this Plan are deemed to be in the best interest of the City, the Commission should initiate efforts to amend the Plan to better reflect City interests.

City Council City Council sets priorities, controls budgets and tax rates, and often has the final say on key aspects of public and private development projects. The value and legitimacy of this Plan is directly related to the degree to which Council members are aware of these recommendations. Each Council member should have a copy of this document and should be familiar with the major goals and objectives described herein. City Council should expect and require that staff recommendations and actions both reference and remain consistent with this Plan. City Staff City staff, including administrators, building officials, and public works personnel, have a significant influence on the selection and completion of all kinds of capital and operational projects. It is imperative that individuals in these key roles know about, support, and actively work to implement the various strategies and actions in this Plan.

EDUCATION & ADVOCACY

Implementation of this Plan also depends, to a great degree, on the actions and decisions of entities other than City government. Some responsible parties that the City of Cascade does not control or direct include, but are not limited to: East Central Intergovernmental Association ECIA Dubuque and Jones County Iowa Department of Transportation Iowa Department of Natural Resources Iowa Economic Development Authority It is necessary to persuade these entities to be active partners in the implementation of the goals,objectives, and strategies of this Plan. The following City activities can support this effort: Share this Plan with each organization, including a memo highlighting sections of the document that anticipate collaboration between the City and the organization. Take the lead role in establishing a partnership. Know and communicate the intent of relevant objectives and strategies. Partner organizations need to understand and buy in to the rationale before they will act.

POTENTIAL FUNDING SOURCES There are five broad funding sources available to help offset costs to complete the projects listed in this Plan, as described below. General Municipal Funding Some general municipal funds/borrowing will be required to assist with the completion of projects or as a matching source for state or federal grants (e.g. wayfinding, signage, or streetscaping projects). Special Assessments Particular projects that benefit individual properties (e.g. water, sewer, or sidewalk installations) could be funded through special assessments whereby the City recoups initial design and construction costs through increased real estate taxes on those properties for a set period of time. Private Donations, Developers/Impact Fees Some of the projects, such as streetscape improvements, could be partially or fully funded through private donations or public fundraising. Funding for other infrastructure projects can also be offset by using funds from impact fees the City collects as part of the approval of new development in the area. State and Federal Grants There are many different state or federal grants that may be able to offset the costs of some of the identified projects. The table on the following page outlines some of these opportunities. Tax Increment Financing (TIF) Tax increment financing (TIF) is a program where the additional taxes generated from development in a TIF district would go towards specified public improvements in a community. This program helps waylay the impacts of new development on a community while improving the attractiveness of the City. SSMID Self Supported Municipal Improvement District: https://iowaleague.org/resource/selfsupported-municipal-improvement-districts/ 85

IMPLEMENTATION MATRIX Infrastructure Improvements Action Item

Description

Public Works Area Parking Improvements Action Item

Develop organized parking with City Staff, Public Infrastructure Improvements High trailhead amenities. Works Description Responsible Party Priority Add shade, seating, parking, and City Staff, Planning Develop organized parking City Staff, Public aesthetic improvements to with & Zoning Medium High trailhead amenities. Works streetscape. Commission Update bridge aesthetics andand City Staff, Planning Add shade, seating, parking, City Staff, Public Medium incorporate branding aesthetic improvements to & Zoning Medium Works opportunities. streetscape. Commission Install safer pedestrian crossings City Staff, Public Update bridge aesthetics and High City Staff, Public at key intersections. Works Medium incorporate branding Works City Staff, opportunities. Implement sustainable practices Install pedestrian crossings Environmental City Staff, Public Low like rainsafer gardens and permeable High Groups, at key intersections. Works Garden pavements. Club City Staff, Implement sustainable practices Parks and Recreation Environmental Low like rain gardens and permeable Description Responsible Party Priority Groups, Garden pavements. Club Develop small parks with seating City Staff, Cascade Parks and Recreation Economic Medium and greenery in underutilized Description Responsible DevelopmentParty Priority spaces.

Public WorksEnhancements Area Parking Streetscape Improvements Bridge Enhancements Streetscape Enhancements Designated Crosswalks Bridge Enhancements Green Infrastructure Projects Designated Crosswalks

Green Infrastructure Projects Action Item Pocket Parks Action Item

Responsible Party Priority

Potential Funding Sources Cost General Municipal Funding, $50,000 $150,000 Private Donations, DNR Potential Funding Sources Cost General Municipal Funding, $100,000 $50,000 - TIF, Private Donations $300,000 $150,000 Private Donations, DNR State and Federal Grants, TIF, TIF Private Donations

$100,000 $100,000 -$300,000 $300,000

State State and and Federal Federal Grants Grants, TIF

$50,000 $100,000 $100,000 $300,000

State and Federal Grants, State Federal Grants Privateand Donations

$50,000 $50,000 -$200,000 $100,000

State and Federal Grants, $50,000 Potential Funding Sources Cost $200,000 Private Donations General Municipal Funding, $50,000 $150,000 Private Donations Potential Funding Sources Cost

Pocket Parks River Enhancements

City Staff, Staff, Planning Cascade Develop small parks with Enhance river access andseating views City Economic Medium and greenery in underutilized with trails and recreational & Zoning Low Development spaces. facilities. Commission

General Funding, State andMunicipal Federal Grants, Private Donations Private Donations

Trailhead Development River Enhancements

Enhance river access views City Create a trailhead withand amenities City Staff, Staff, Planning Public Medium with trails and recreational & Zoning Low for trail users. Works facilities. Commission

General Funding, $50,000 State andMunicipal Federal Grants, $100,000- $150,000 Private Donations, DNR $300,000 Private Donations

Action Item Trailhead Development

Create a trailhead with amenities City Staff, Public Description Responsible Party Priority Medium for trail users. Works

General Municipal Funding, $50,000 Potential Funding Sources Cost $150,000 Private Donations, DNR

Action Item Facade Improvement Program

Cascade Economic Provide grants Community or incentives for and Economic Development Development,Party City Priority property owners to improve Description Responsible Staff Medium building facades.

$100,000 $300,000 Potential Funding Sources Cost

Facade Improvement Program Opportunity Sites

Provide grants or incentives for property owners to improve Identify and update key sites to building facades. improve downtown appearance.

Opportunity Sites

City Staff, Cascade Cascade Economic Developand andupdate implement a to Economic Identify key sites comprehensive branding and Development Ongoing improve downtown appearance. Development,

Community and Economic Development

Cascade Economic City Staff, Cascade Development, City Economic Staff Medium Development Ongoing

$50,000 $100,000- $150,000 $300,000

TIF, Private Donations, IEDA

$100,000 $50,000 $300,000 TIF, Private Donations, IEDA $200,000

TIF, Private Donations

$50,000 $50,000 $200,000 $150,000 General Municipal Funding, TIF, Private Donations

Pocket Parks Pocket Parks

and greenery underutilized City Staff, Cascade Medium Develop smallinparks with seating Economic Development spaces. Economic Medium and greenery in underutilized spaces. river access and views Enhance with trailsriver andaccess recreational Enhance and views facilities. with trails and recreational

Development City Staff, Planning & Zoning City Staff, Planning Low Commission & Zoning Low

$150,000 Private GeneralDonations Municipal Funding, $50,000 $150,000 Private Donations

State and Federal Grants, Private Donations State and Federal Grants,

$100,000 $300,000 $100,000 $300,000 Private Donations General Municipal Funding, $50,000 $150,000 Private DNR GeneralDonations, Municipal Funding, $50,000 $150,000 Private Donations, DNR

IMPLEMENTATION MATRIX River Enhancements River Enhancements

Trailhead Development Trailhead Development Action Item Action Item

Facade Improvement Program

facilities. Create a trailhead with amenities Commission City Staff, Public for trail users. Create a trailhead with amenities Works City Staff, Public

Medium

Medium for trail users. Community and Economic Works Development

Description Community and Economic Responsible Party Priority Development Description Responsible Party Priority Provide grants or incentives for Cascade Economic City property owners improve for Development, Cascade Economic Provide grants orto incentives Staff building facades. Development, City Medium property owners to improve

Staff Medium City Staff, Cascade Identify and update key sites to Economic City Staff, Cascade Ongoing Opportunity Sites improve downtown Economic Identify and update appearance. key sites to Development Ongoing Opportunity Sites improve downtown appearance. Development Cascade Economic Develop and implement a Development, comprehensive brandingaand Cascade Economic Develop and implement Chamber Medium marketing strategy. Branding & Marketing Development, comprehensive branding and Install additional murals, Chamber Medium marketing strategy. Branding & Marketing sculptures, and other public art Local Artists in Install additional murals, with to enhance downtown Local Artists in sculptures, and other public art collaboration the City of Cascade aesthetics. Public Art Installations collaboration with Low to enhance downtown Organize additional events to the City of Cascade Low aesthetics. Public Art Installations attract visitors and engage Chamber, Local Organize additional events the to Businesses Ongoing Community Events and Festivals community. attract visitors and engage the Chamber, Local Facade Improvement Program

building facades.

Community Events and Festivals community. Action Item

Ongoing

Potential Funding Sources Cost

$100,000 $300,000 $100,000 TIF, Private Donations, IEDA $300,000

TIF, Private Donations, IEDA TIF, Private Donations TIF, Private Donations

Private Donations Private Donations, Grants Private Donations, Grants Sponsorships, General Municipal Funding Sponsorships, General Municipal Funding

Streetscape Design

TIF State and Federal Grants, Private Donations State and Federal Grants,

Streetscape Design

and final design.

Private Donations

Wayfinding Signage Wayfinding Signage

Commission

High

$50,000 $200,000 $50,000 $200,000 $50,000 -

General Municipal Funding, $150,000 $50,000 Private GeneralDonations Municipal Funding, $150,000

Description PlanningResponsible and DesignParty Priority Develop and install directional Description Responsible Party Priority and informational Develop and installsignage directional throughout downtown. City Staff, Chamber Medium and informational signage Develop a comprehensive City Staff, Staff, Chamber Planning Medium throughout downtown. City streetscape plan with preliminary & Zoning Develop a comprehensive City Staff, Planning and final design. High streetscape plan with preliminary Commission & Zoning

Action Item

Businesses

Planning and Design

Potential Funding Sources Cost

$10,000 $100,000 $10,000 $100,000 $50,000 $100,000 $50,000 $100,000

Potential Funding Sources Cost Potential Funding Sources State and Federal Grants, TIF State and Federal Grants,

Cost $50,000 $100,000 $50,000 $100,000 $100,000 $300,000 $100,000 $300,000

CONCLUSION

Listed below are the desired outcomes of this plan, and ways to measure success:

1. REINFORCE COMMITMENT TO DOWNTOWN

• Invest in Improvements: Allocate budget for streetscape enhancements, parking improvements, and a trail connection with a trailhead. • Create a User-Friendly Environment: Develop pedestrian-friendly zones with crosswalks, seating, and shade. • Incentivize Property Owner Investment: Offer grants or tax incentives for property renovations and facade improvements. Ways to Measure Success: • Foot Traffic: Monitor the number of visitors to downtown areas using pedestrian counters or surveys. • Property Investment: Track the number and value of property renovations and new developments.

2. STIMULATE INVESTMENT & ENTREPRENEURS

• Attract and Retain Businesses: Launch marketing campaigns to highlight downtown’s unique features and business opportunities. • Create Competitive Advantage: Leverage the historic architecture and riverfront to attract tourists and new businesses. Ways to Measure Success: • Business Openings: Count the number of new businesses opening in the downtown area. • Occupancy Rates: Measure the occupancy rates of commercial and residential properties.

3. CELEBRATE HISTORY AND VALUES

• Build Upon Historic Architecture: Preserve and restore historic buildings, and integrate them into new developments. • Community Events: Organize events that celebrate local history and culture, such as festivals and markets. 88

Ways to Measure Success: • Event Attendance: Record attendance numbers at community events and festivals. • Community Engagement: Survey residents and businesses to gauge their satisfaction with downtown initiatives.

4. IMPROVE INFRASTRUCTURE

• Update Streets and Utilities: Prioritize infrastructure projects that align with the master plan, ensuring minimal disruption to businesses. • Enhance Public Spaces: Improve parks, trails, and public amenities to make downtown more attractive and functional. Ways to Measure Success: • Project Completion: Track the completion of infrastructure projects on time and within budget. • Infrastructure Quality: Assess the quality and functionality of updated streets, utilities, and public spaces.

5. LEVERAGE FUNDING SOURCES

• Explore Grants and Donations: Apply for state and federal grants, and seek private donations to fund key projects. • Utilize Tax Increment Financing (TIF): Use TIF to finance public improvements that will spur private investment. Ways to Measure Success: • Funding Secured: Measure the amount of funding obtained from grants, donations, and other sources. • Project Financing: Track the financial health and sustainability of funded projects.

6. TAKE ACTION ON PLANNING EFFORTS

• Implement Recommendations: Follow through on the Downtown Assessment and other planning efforts. • Monitor Progress: Regularly review and adjust the action plan based on feedback and changing conditions. Ways to Measure Success: • Implementation Rate: Monitor the percent of completed actions from existing plans. • Progress Reviews: Conduct regular progress reviews to ensure alignment with the master plan. 89

DOWNTOWN MASTER PLAN